Throughout the modern world the customer service and contact centre environment is undergoing dramatic change. Against the backdrop of the strategic realisation that the Customer Experience has come to the fore and reached the top of the boardroom agenda, several major global and regional trends have emerged. In a two hour seminar session, internationally recognised industry analyst and contact centre consultant Rod Jones will outline the current South African contact centre industry and will paint a picture of the impact that global trends and how these have and will impact on the local industry.
The document provides tips and best practices for creating effective presentations, including analyzing the audience, defining the problem, collecting relevant evidence, overcoming common myths, and storytelling techniques. It discusses audience analysis, problem definition, evidence collection, myth busting, slide design principles, and storytelling approaches. The overall goal is to help people interested in improving their presentation skills and ensuring their presentations facilitate real change and decision making.
Service Experience Design for Writer RelocationsLokusdesign
Devising a signature CX strategy that enables a credible, differentiated brand positioning and justifies brand premium while delivering customer delight across the Customer Journey
If you run your own consultancy business, why not get certified in our organisational development, psychometrics, 360 degree, HR, training and recruitment methodologies, trainings, and tools, to join a network of professional consultants.
Zip Dial Introduction Polls & SurveysAdamZipdial
ZipDial’s Mobile Survey platform allows businesses, governments in India and the Caribbean to reach more mobile users than SMS-based platforms, getting actionable insights in hours, not weeks.
A comprehensive overview of B2B lead gen using social media. Covers: skills needed, traditional marketing role, landing pages/homepages, tips and tricks, getting started, the buyers' journey,trends, strategies, lead generation, lead nurturing, content, content marketing
The document provides tips and best practices for creating effective presentations, including analyzing the audience, defining the problem, collecting relevant evidence, overcoming common myths, and storytelling techniques. It discusses audience analysis, problem definition, evidence collection, myth busting, slide design principles, and storytelling approaches. The overall goal is to help people interested in improving their presentation skills and ensuring their presentations facilitate real change and decision making.
Service Experience Design for Writer RelocationsLokusdesign
Devising a signature CX strategy that enables a credible, differentiated brand positioning and justifies brand premium while delivering customer delight across the Customer Journey
If you run your own consultancy business, why not get certified in our organisational development, psychometrics, 360 degree, HR, training and recruitment methodologies, trainings, and tools, to join a network of professional consultants.
Zip Dial Introduction Polls & SurveysAdamZipdial
ZipDial’s Mobile Survey platform allows businesses, governments in India and the Caribbean to reach more mobile users than SMS-based platforms, getting actionable insights in hours, not weeks.
A comprehensive overview of B2B lead gen using social media. Covers: skills needed, traditional marketing role, landing pages/homepages, tips and tricks, getting started, the buyers' journey,trends, strategies, lead generation, lead nurturing, content, content marketing
Devine Tech Ltd provides customer contact solutions such as outbound calling, response handling, customer satisfaction research, and virtual assistant services. They offer customized solutions tailored to each client's unique needs with expertise in areas like software development, IT infrastructure, data management, and content development. Devine Tech enhances customer experiences through services like customer research, response handling, database solutions, and virtual assistants to free up clients' time.
This document discusses multichannel customer journeys and engagement. It begins with an agenda that covers why customer engagement is important, the results of a survey on customer journeys, and real world examples. The survey found that social media recommendations influence younger consumers' purchasing decisions. It also found that responses to emails, good websites, phone calls, and recommendations on social media can influence customers to complete or abandon purchases. Customers prefer different channels for help, with younger consumers more likely to use online channels like chat.
IBM WebSphere Portal provides a framework for delivering role-based and process-driven composite applications. It combines portlets and content into a unified presentation, delivers personalized experiences based on user roles and settings, and separates site design from application design. WebSphere Portal provides integration, collaboration, single sign-on and other services. It enables the creation of applications that make users more productive in the context of their daily work.
This presentation was given at a Markedu marketing web seminar presented to marketers from more than 20 countries.
The title Power Up Your Direct & Digital Marketing is also the name of a workshop/seminar which Markedu intend to bring to a number of cities in Europe and the Middle East in 2012.
The speaker is Michael Leander - an accomplished international marketing expert, trainer and speaker. He has presented current marketing topics to professionals in more than 35 countries.
The Power Up Your Direct & Digital Marketing event format is focused at bringing direction to focus on the many areas of marketing that are often neglected.
In this web seminar presentation Michael Leander covered only bits and pieces of what attendees at one of the workshops in the physical space will experience.
The document summarizes the performance of different subsectors in the hospitality industry based on a benchmarking study. Some key findings:
- All subsectors performed below targets in areas like welcome, warmth, personality, skills and creating a sense of value. Too much emphasis on training systems over guest experience.
- Accommodation businesses only achieved a 77.68% welcome score. Being welcome requires exhibiting behaviors that make people feel welcome, not just saying hello.
- Drink-led sectors offered the best perceived value while food-led teams appeared over-trained in the wrong things and lacked personality.
- Only 5-star hotels achieved 90% in reflections, benefiting more from reputation than behaviors. Different
Understand your customers cherry cube ltdcherrycube
This document outlines how analyzing customer data can help businesses improve relationships and increase sales. It recommends capturing customer feedback, perceptions, experiences, behaviors, and information to analyze trends. Businesses should then segment customers and tailor marketing, services, and products. The goal is to increase positive word of mouth, build loyalty, target inactive customers, and engage customers to ultimately increase sales.
This document summarizes an analytics presentation from Pivotal Analytics. It analyzes customer interaction data from a contact center client to identify opportunities to improve key metrics like first call resolution, reduce repeat calls, and decrease average handle time. The analysis identifies the top reasons calls are not resolved on the first attempt and causes of repeat calls. It also examines specific call drivers like payment arrangements that represent opportunities for reducing call volume through self-service options. The goal is to use data insights to transform contact center strategies and drive better customer experiences and business efficiencies.
The human mind is a powerful tool all humans possess. It plays such a huge role in how we perceive and react to the world around us. Sometimes what we think we see and what we are really seeing are vastly different and that drives our approach to setting and realising solutions. It is our mindset that creates this reality. In this session you’ll look at how perceptions either allow you to spot and pursue opportunities, or how perceptions hinder the identification of opportunity, and hence the ability to thrive.
The document discusses driving high performance coaching. It provides definitions of coaching from experts and outlines a learning framework with four stages of competence: unconscious incompetence, conscious incompetence, conscious competence, and unconscious competence. The document then details the coaching process, which includes establishing current competence, agreeing on learning objectives, empowering the coachee, providing feedback, recapping and summarizing the session. It also includes a qualitative process for compliance, analysis, development, and ability/skill, as well as a trend analysis chart. The overall purpose is to provide guidance on how to effectively coach others to maximize their performance.
The document discusses quality assurance best practices for call centers. It recommends live call monitoring, short and long call analysis, predictive customer satisfaction scores, feedback on every call, trend analysis, training needs analysis, calibration, and speech analytics to monitor 100% of calls. Outsourcing quality assurance provides access to leading methodologies and technologies, while keeping quality in-house allows more control but requires developing quality systems. Case studies show how quality assurance improved a telecom company's contact rate and sales introduction by focusing on data cleansing, and improved an insurance company's net promoter score and first call resolution through driving issue resolution in calls. The presentation emphasizes using quality assurance to continuously improve customer satisfaction.
There are very few companies who don’t want to change their customers’ behaviour (sales, cross-sell, channel usage, retention, etc.). In this session we’ll show you how to use behavioural economics to both understand and change human behaviour in meaningful ways. We’ll show how this new approach to handling customers has led to a +27% increase in new sales, a +23% increase in cross-sell, a +154% increase in customer retention, and more
This document discusses social trends related to customer service. It notes that emotional satisfaction is more important than overall satisfaction for customer loyalty. While functional attributes are expected, emotional connections with customers through storytelling and a human brand experience differentiate companies. The Ask Afrika Orange Index benchmarks customer service levels across industries in South Africa and identifies changes to help companies improve service strategies. Winning companies foster authentic customer relationships and make customer experience a company-wide priority.
The document summarizes a presentation given to iiNet Cape Town staff. It outlines iiNet's 8-year partnership with Merchants, during which time the Cape Town site grew from 170 to over 1000 staff. It discusses iiNet's focus on customer service excellence and putting people first. Charts show improving NPS, reducing AHT and increasing sales over time. The presentation highlights initiatives to promote staff wellbeing, development and pride in the iiNet brand. It concludes with discussing future goals such as developing leaders, sharing best practices, and continuing to improve efficiency while maintaining a focus on service.
This document discusses the importance of stellar customer service. It provides tips for call center operations to improve customer satisfaction and retention. Some key points include: customers expect friendly, fast, and reliable service across all channels; 91% will not return if expectations are not met; and customer experience impacts whether they feel impressed or cared for versus verbally abusing staff. The document suggests effective call center optimization, cost reduction, quality assessments, and benchmarking. Leadership is important to invest in staff, engage in brand ambassadorship, and lead by positive example. The goal is to deliver stellar customer-centric service and continuously improve the customer interaction process.
Human beings stay at the core of any business. It doesn’t matter how good the systems, processes or procedures are, if the people are not highly efficient, highly engaged and well led - they will fail the organization. Managing or leading people stays one of the biggest challenges that one must keep your focus on. Great companies are built by great individuals who builds great teams. In this session we will try to have a look at how to build strong individuals and teams that produces better results.
The document discusses plans for a community contact center in Delft, South Africa called Reimagine Delft, which is a collaboration between Zoe Incubation Centre and ZaiLab. The center aims to provide training to unemployed individuals in the community and create jobs, with some individuals working at the center, working from home, or being placed in private sector jobs. The training will focus on life skills, technology skills, and using artificial intelligence to enhance customer service work. The goals are to stimulate the local environment and create 1,000 new jobs in Delft over three years.
This document provides information about conducting contact centre assessments and audits. C3Africa is an integrated business that provides consulting, training, research, media and marketing services to the contact centre industry. It outlines C3Africa's methodology for conducting comprehensive contact centre assessments based on over 1,500 audit checkpoints across key competencies. Areas like strategy, processes, people, technology and more are evaluated. Contact centres are scored on a scale from foundational to world class in each area. The audit provides benchmarks, identifies risks and gaps, and makes recommendations to help contact centres improve performance and maturity. The document includes examples of reports and models used in C3Africa's contact centre assessment and improvement process.
The document discusses the development and purpose of contact center standards in South Africa. It was developed through a collaborative process between government, industry bodies, consulting firms, and over 70 industry representatives. The standards aim to improve customer satisfaction, staff efficiency, quality, revenue, and reduce costs and waste. They cover leadership, operations, human resources, and technology. The standards were created to help South Africa attract offshore business by demonstrating efficiency and quality. Contact centers previously did not measure or address sources of waste. Implementing the standards can help centers operate consistently and successfully meet customer and business objectives.
Devine Tech Ltd provides customer contact solutions such as outbound calling, response handling, customer satisfaction research, and virtual assistant services. They offer customized solutions tailored to each client's unique needs with expertise in areas like software development, IT infrastructure, data management, and content development. Devine Tech enhances customer experiences through services like customer research, response handling, database solutions, and virtual assistants to free up clients' time.
This document discusses multichannel customer journeys and engagement. It begins with an agenda that covers why customer engagement is important, the results of a survey on customer journeys, and real world examples. The survey found that social media recommendations influence younger consumers' purchasing decisions. It also found that responses to emails, good websites, phone calls, and recommendations on social media can influence customers to complete or abandon purchases. Customers prefer different channels for help, with younger consumers more likely to use online channels like chat.
IBM WebSphere Portal provides a framework for delivering role-based and process-driven composite applications. It combines portlets and content into a unified presentation, delivers personalized experiences based on user roles and settings, and separates site design from application design. WebSphere Portal provides integration, collaboration, single sign-on and other services. It enables the creation of applications that make users more productive in the context of their daily work.
This presentation was given at a Markedu marketing web seminar presented to marketers from more than 20 countries.
The title Power Up Your Direct & Digital Marketing is also the name of a workshop/seminar which Markedu intend to bring to a number of cities in Europe and the Middle East in 2012.
The speaker is Michael Leander - an accomplished international marketing expert, trainer and speaker. He has presented current marketing topics to professionals in more than 35 countries.
The Power Up Your Direct & Digital Marketing event format is focused at bringing direction to focus on the many areas of marketing that are often neglected.
In this web seminar presentation Michael Leander covered only bits and pieces of what attendees at one of the workshops in the physical space will experience.
The document summarizes the performance of different subsectors in the hospitality industry based on a benchmarking study. Some key findings:
- All subsectors performed below targets in areas like welcome, warmth, personality, skills and creating a sense of value. Too much emphasis on training systems over guest experience.
- Accommodation businesses only achieved a 77.68% welcome score. Being welcome requires exhibiting behaviors that make people feel welcome, not just saying hello.
- Drink-led sectors offered the best perceived value while food-led teams appeared over-trained in the wrong things and lacked personality.
- Only 5-star hotels achieved 90% in reflections, benefiting more from reputation than behaviors. Different
Understand your customers cherry cube ltdcherrycube
This document outlines how analyzing customer data can help businesses improve relationships and increase sales. It recommends capturing customer feedback, perceptions, experiences, behaviors, and information to analyze trends. Businesses should then segment customers and tailor marketing, services, and products. The goal is to increase positive word of mouth, build loyalty, target inactive customers, and engage customers to ultimately increase sales.
This document summarizes an analytics presentation from Pivotal Analytics. It analyzes customer interaction data from a contact center client to identify opportunities to improve key metrics like first call resolution, reduce repeat calls, and decrease average handle time. The analysis identifies the top reasons calls are not resolved on the first attempt and causes of repeat calls. It also examines specific call drivers like payment arrangements that represent opportunities for reducing call volume through self-service options. The goal is to use data insights to transform contact center strategies and drive better customer experiences and business efficiencies.
The human mind is a powerful tool all humans possess. It plays such a huge role in how we perceive and react to the world around us. Sometimes what we think we see and what we are really seeing are vastly different and that drives our approach to setting and realising solutions. It is our mindset that creates this reality. In this session you’ll look at how perceptions either allow you to spot and pursue opportunities, or how perceptions hinder the identification of opportunity, and hence the ability to thrive.
The document discusses driving high performance coaching. It provides definitions of coaching from experts and outlines a learning framework with four stages of competence: unconscious incompetence, conscious incompetence, conscious competence, and unconscious competence. The document then details the coaching process, which includes establishing current competence, agreeing on learning objectives, empowering the coachee, providing feedback, recapping and summarizing the session. It also includes a qualitative process for compliance, analysis, development, and ability/skill, as well as a trend analysis chart. The overall purpose is to provide guidance on how to effectively coach others to maximize their performance.
The document discusses quality assurance best practices for call centers. It recommends live call monitoring, short and long call analysis, predictive customer satisfaction scores, feedback on every call, trend analysis, training needs analysis, calibration, and speech analytics to monitor 100% of calls. Outsourcing quality assurance provides access to leading methodologies and technologies, while keeping quality in-house allows more control but requires developing quality systems. Case studies show how quality assurance improved a telecom company's contact rate and sales introduction by focusing on data cleansing, and improved an insurance company's net promoter score and first call resolution through driving issue resolution in calls. The presentation emphasizes using quality assurance to continuously improve customer satisfaction.
There are very few companies who don’t want to change their customers’ behaviour (sales, cross-sell, channel usage, retention, etc.). In this session we’ll show you how to use behavioural economics to both understand and change human behaviour in meaningful ways. We’ll show how this new approach to handling customers has led to a +27% increase in new sales, a +23% increase in cross-sell, a +154% increase in customer retention, and more
This document discusses social trends related to customer service. It notes that emotional satisfaction is more important than overall satisfaction for customer loyalty. While functional attributes are expected, emotional connections with customers through storytelling and a human brand experience differentiate companies. The Ask Afrika Orange Index benchmarks customer service levels across industries in South Africa and identifies changes to help companies improve service strategies. Winning companies foster authentic customer relationships and make customer experience a company-wide priority.
The document summarizes a presentation given to iiNet Cape Town staff. It outlines iiNet's 8-year partnership with Merchants, during which time the Cape Town site grew from 170 to over 1000 staff. It discusses iiNet's focus on customer service excellence and putting people first. Charts show improving NPS, reducing AHT and increasing sales over time. The presentation highlights initiatives to promote staff wellbeing, development and pride in the iiNet brand. It concludes with discussing future goals such as developing leaders, sharing best practices, and continuing to improve efficiency while maintaining a focus on service.
This document discusses the importance of stellar customer service. It provides tips for call center operations to improve customer satisfaction and retention. Some key points include: customers expect friendly, fast, and reliable service across all channels; 91% will not return if expectations are not met; and customer experience impacts whether they feel impressed or cared for versus verbally abusing staff. The document suggests effective call center optimization, cost reduction, quality assessments, and benchmarking. Leadership is important to invest in staff, engage in brand ambassadorship, and lead by positive example. The goal is to deliver stellar customer-centric service and continuously improve the customer interaction process.
Human beings stay at the core of any business. It doesn’t matter how good the systems, processes or procedures are, if the people are not highly efficient, highly engaged and well led - they will fail the organization. Managing or leading people stays one of the biggest challenges that one must keep your focus on. Great companies are built by great individuals who builds great teams. In this session we will try to have a look at how to build strong individuals and teams that produces better results.
The document discusses plans for a community contact center in Delft, South Africa called Reimagine Delft, which is a collaboration between Zoe Incubation Centre and ZaiLab. The center aims to provide training to unemployed individuals in the community and create jobs, with some individuals working at the center, working from home, or being placed in private sector jobs. The training will focus on life skills, technology skills, and using artificial intelligence to enhance customer service work. The goals are to stimulate the local environment and create 1,000 new jobs in Delft over three years.
This document provides information about conducting contact centre assessments and audits. C3Africa is an integrated business that provides consulting, training, research, media and marketing services to the contact centre industry. It outlines C3Africa's methodology for conducting comprehensive contact centre assessments based on over 1,500 audit checkpoints across key competencies. Areas like strategy, processes, people, technology and more are evaluated. Contact centres are scored on a scale from foundational to world class in each area. The audit provides benchmarks, identifies risks and gaps, and makes recommendations to help contact centres improve performance and maturity. The document includes examples of reports and models used in C3Africa's contact centre assessment and improvement process.
The document discusses the development and purpose of contact center standards in South Africa. It was developed through a collaborative process between government, industry bodies, consulting firms, and over 70 industry representatives. The standards aim to improve customer satisfaction, staff efficiency, quality, revenue, and reduce costs and waste. They cover leadership, operations, human resources, and technology. The standards were created to help South Africa attract offshore business by demonstrating efficiency and quality. Contact centers previously did not measure or address sources of waste. Implementing the standards can help centers operate consistently and successfully meet customer and business objectives.
The document summarizes a presentation on quality assessments for a call center. It discusses what quality assurance (QA) is, the importance of monitoring calls to identify both problems and best practices. It provides recommendations for an effective QA process, including having independent evaluators, clear criteria, and using results to provide feedback and training to improve agent performance and the overall customer experience. The presentation also discusses best practices other companies use for QA, such as involving agents in the evaluation and recruitment process, focusing on strengths rather than scores, and using mystery callers and technology to supplement monitoring.
The document discusses how macroenvironmental factors like politics, economics, society and technology (PEST) shape our perceptions of the world. It argues that the current unstable PEST environment has increased feelings of insecurity, uncertainty and alienation among people. At work, these feelings can manifest as behaviors that negatively impact collaboration. The document concludes that leaders need to create a sense of belonging for all in the workplace by emphasizing common humanity, accepting different views, and making people feel valued in order to encourage positive contribution.
Listen to a Q&A session about the workforce management journey of Cell C, highlighting the challenges they faced and what they have achieved so far in terms of efficiency improvements, customer focus and much more
The document discusses quality assurance (QA) within call centers and identifies common issues that prevent QA from being effective. It notes that QA is often seen as a compliance exercise rather than a way to develop skills. Other issues include a lack of alignment on standards, variances across languages and customer types, and QA not focusing on customer needs. The document provides recommendations for improving QA, such as ensuring stakeholders understand standards, evaluating soft skills, and using QA to enhance processes, benchmark, and provide coaching. It suggests outsourcing QA may help gain independent feedback and reduce costs.
Lewis Carroll, whose real name was Charles Lutwidge Dodgson, was a writer, mathematician, logician and Anglican deacon best known for writing "Alice's Adventures in Wonderland" and "Through the Looking Glass". Some key lessons from Carroll's works include going down the "rabbit hole" and exploring new ideas, knowing yourself, accepting advice from unexpected places, believing in the impossible, indulging in whimsy, communicating carefully with others, and stopping activities that don't get you anywhere. Carroll struggled with various health issues but was a prolific writer who could write quickly and authored both literary and mathematical works.
Paul Writer is a marketing advisory firm founded in 2010 by Jessie Paul, an expert in services and B2B marketing with over 18 years of experience. The firm provides branding, positioning, and marketing strategy advisory services. It helps companies create brand and marketing plans, optimize existing plans, and design marketing organizations. Paul Writer also hosts conferences and provides training workshops on topics like positioning, digital media, and content marketing for practitioners and senior executives.
Phenomenally successful Southwest Airlines is renowned for its stellar Customer service. Learn from former Southwest Executive and author of Lessons in Loyalty, Lorraine Grubbs, how Southwest built and maintains one of the most faithful Customer bases.
Southwest Airlines recognized long ago that they were in the Customer service industry, they just happened to fly airplanes. They were one of the few companies who realized the existence of dual Customers - the internal one (employees) and the external one (passengers, vendors, partners, etc). This Customer service mindset was established from the onset in the creation of their mission statement, which in two separate parts, vows to deliver care and service to both employees and Customers. Their continual dedication to achieving the highest level of Customer service led them to:
* Always capitalize the "C" in Customers to emphasize their importance
* Imbed each employee paycheck with a reminder message that their "Customers were responsible for providing this paycheck"
* Design a hiring system to attract and retain "Warrior Spirits" with innate Customer service skills
* Implement a recognition system and invite the external Customer to help recognize employees
* Utilize fun as a strategy to find the kid in everyone
In this webinar you'll learn how to create a Customer Service culture in your organization, regardless of size. The principles and practices learned in this session will, when implemented correctly, boost the level of Customer loyalty in your organization, ultimately positioning your company as a leader in your industry and giving you a tremendous competitive advantage.
Chrisolsonsmartmarket2share10 10-11-111017114208-phpapp01Mary Lane
This 3-sentence summary provides the high-level information from the document:
The document discusses how customer experience insights are important for smart marketing and branding efforts. It explores the relationship between brand experience and customer experience, as well as key brand components like brand promise and brand touchpoints. The document also examines tools for gathering customer insights like customer journey maps, customer experience maps, and customer hassle maps.
"Smart Marketing. Customer Experience Insights are Golden".Chris Olson
"Smart Marketing. Customer Experience Insights are Golden". Keynote presentation by Chris Olson at the inaugural conference of Association of Library Communications & Outreach Professionals, October 9-10, 2011. Held in Glenside, PA.
This document provides information about Group 2 for an assignment, which includes 6 members identified by name and student ID number. It also includes historical background information about AIS as Thailand's first mobile service provider and its evolution over time from 1990 to 2011. Key events include becoming publicly listed in 1991, expanding services and developing new technology. The document evaluates AIS's brand positioning and strategies over this period from being product-centric to becoming more customer-centric and focused on customer experience management. It outlines AIS's vision, mission and evaluation of its brand messaging. The document provides an overview of AIS's customer relationship management approach and components like analytical, operational and collaborative functions. It describes AIS's business strategies across different areas including
MCA is transitioning from the MurphyCobb brand to better reflect its expanded global operations beyond a partnership. It has selected a new logo through an online design competition that emphasizes the initials MCA in green to represent validation and approval. The new identity and website were developed by an agency to communicate MCA as being masterfully maverick and diligent yet daring across its regions and offices globally.
The document summarizes a project by Hyper Island to design a social media strategy for SEB Kort's Diners Club brand. The goals were to convince internal stakeholders of the value of digital media, build trust between the brand and customers, and increase customer loyalty. Through research including user interviews, key findings centered around members feeling like ambassadors and a private club community. Design principles focused on social media, customer contributions, community, services, and inclusiveness. A proposed "Diners Club Concierge" app was presented to join travel guides with member reviews on a premium platform affirming an exclusive community.
The Corner Office was founded in 2006 by former executives from companies like Microsoft and IBM to provide a higher quality executive search experience for both clients and candidates. They bring the perspective of hiring managers and job seekers to create a differentiated search process focused on quality, agility and experience. The Corner Office team has over 50 years of combined experience in leadership roles. They partner with global and Indian brands to facilitate senior management hiring and provide customized recruitment and advisory services.
This document discusses metrics and solutions to improve customer experience through empathy. It provides an overview of Harding & Yorke's services, which include measuring customer empathy through audits, benchmarks, and mystery shopping. Their solutions involve consulting, training, and coaching clients to develop empathy within their organizations in order to improve customer loyalty and profitability. Research has shown companies with higher empathy scores are more profitable.
The document proposes a sponsorship opportunity called "Transfornation" to promote brands and plant trees. It offers sponsors branding visibility to over 125,000 corporate employees by distributing materials to 50,000 participants over 90 days. Sponsors gain reputation benefits and can increase brand awareness, preference, and profits. The initiative aims to plant one million trees in India by engaging corporate employees to register and receive tree saplings for planting.
Empired Convergence 2017 - Transforming you customer experienceEmpired
This document discusses transforming customer experience through digital transformation. It notes that while 84% of companies see digital transformation as important, only 3% have fully implemented it. The document then covers researching customer experience, what customer experience entails, developing a customer experience strategy in a digital world. It proposes a four step process: discover through research, ideate new experiences, create prototypes, deliver and evolve experiences. Finally, it notes that exceptional customer experiences can increase company revenues and brand loyalty while poor experiences can be costly.
Voice of Customer in the Analytic EcosystemWebtrends
Companies need a multi-tiered approach to truly understand customer relationships across digital touchpoints, including web analytics, customer experience management, and voice of the customer. Voice of the customer focuses on qualitative data about the visitor through exploring intent, satisfaction, and opinions. It aims to empower customers and take actionable feedback to continuously improve the customer experience.
We help clients in practical and cost effective ways to define, measure and deliver a differentiated customer experience.
Xperience Associates has worked with clients in industry sectors to implement successful customer experience transformation programmes into over 30 countries. Having stood in client shoes we understand both the opportunity and the challenges. Our proven recipes enable clients to move faster and implement a consistent approach across markets:
1. Define - a compelling customer programme and a roadmap to achieve it
2. Engage - stakeholders at all levels
3. Measure - how customers and partners rate your brand experience
4. Improve - what matters most to customers, grow advocacy + your business
At Xperience Associates we believe if you create a great experience, you’ll keep more existing customers and attract new ones through word of mouth.
Paul S. Roa is the Global Director of Quality Improvement at Shangri-La Hotels and Resorts. He has over 20 years of experience in quality improvement, previously serving as the Area Director of Quality & Productivity for the West Coast of the USA. In his current role, he works to continuously improve quality, guest experiences, and employee engagement across Shangri-La's portfolio of hotels globally through initiatives like cross-functional project teams, benchmarking, and analyzing guest and operational data. His philosophy is that quality improvement is an ongoing process rather than a single program, with the goal of delighting guests and strengthening the Shangri-La culture.
Meltwater Experia is a branding and marketing agency that was founded in 2007. It provides a wide range of branding and marketing services including marketing strategy, creative design, media buying, celebrity endorsements, research studies, and digital marketing. The agency aims to enhance clients' brands through consistency, honesty, transparency and social responsibility. It has experience working with clients in various industries across regions like MENA, India, and Asia-Pacific. The agency believes that no matter the size of the client, it can effectively address their needs with dedication, passion and respect.
Outstanding customer service - the key to successful organizations, a competitive differentiator and a facilitator of customer loyalty - synonymous with one of the nation's leading fashion specialty retailers; Nordstrom is known for providing the ultimate customer service experience. How did Nordstrom earn this reputation? How did they become the national standard of customer service? What is the Nordstrom philosophy?
This insightful webinar provides you with a personal glimpse into the inner workings of the Nordstrom culture.
This document provides information about an upcoming conference on managing the customer experience to be held from April 23-26, 2012 in Orlando, Florida. It includes details about early bird registration discounts, conference tracks on topics like strategic planning and social media, and keynote presentations. The exhibit hall information and schedule provide an overview of events, sessions, site tours and networking opportunities during the conference.
This document discusses Ricoh Canada's customer experience journey. It describes how Ricoh Canada, a subsidiary of Ricoh focused on document management and image communication, launched a "MyCustomer" program in 2004 to create a more customer-centric culture. This included training employees on customer experiences using the Colin Shaw model. Ricoh Canada saw improvements in customer satisfaction scores and Net Promoter Score after implementing focused efforts on understanding customer emotions, re-engineering critical contact moments, and celebrating successes.
Organizations and workers were thrust into a transformational change that left both work and home environments in a state of chaos. The need to understand the impact of the shift from the traditional workplace to a hybrid world provides you with the opportunity to realign and navigate how we work.Traditional work/life balance strategies will need to shift to a more integrated lifestyle to support the hybrid working model.
11 Feb 2021 10:00 am - 11:00 am
As most of us believe AFRICA IS CALLING indeed – it’s bunker down time for our contact centre operations to get better getting right what we do so that it’s portable and transportable across the continent. And that absolutely starts with getting our people ‘right’ first
2020 will be remembered as a somber year when the world changed, right in front of our eyes – week to week, month to month and lockdowns to unlocking. The BPO industry’s response was rapid and the collaboration of various public, private and governmental players was nothing short of noteworthy. It is also the year when South Africa ranked 2nd most favoured offshore destinations of the year. As we come back slowly to the new normal, we need a winning strategy to take us to the next level of service delivery for clients across the world. This will have to be a strategy of taking the South Africa customer experience ‘to the world’ while the world cannot visit (fully) due to the pandemic. This is OUR time.
1. The document discusses high impact learning models and skills development strategies including the HILL model, CK Connect solution, and endorsing CCMG professional designations.
2. The HILL model uses 7 principles including urgency, action and sharing, hybrid learning, learner agency, collaboration and coaching, flexibility, and assessment as learning.
3. CK Connect is a high impact learning solution. Professional status with CCMG can be achieved through a 6 phase roadmap including needs analysis, defining team and company objectives, and CCMG accreditation.
This document discusses automated speech recognition (ASR) and its use for automated quality assurance in contact centers. It describes how ASR can transcribe calls and score them to identify agents needing assistance, reduce manual QA workload, and provide performance analytics. The document outlines South Africa's language diversity as a challenge and the company's efforts to build accurate transcription models. It also discusses using ASR for other contact center applications beyond QA and how AI will transform next generation contact centers through chatbots, RPA, and data-driven agent matching.
The document introduces Plantronics Manager Pro, a headset management solution. It provides 3 use case scenarios where Plantronics Manager Pro helped organizations address challenges around customer experience, regulatory compliance, and managing inventory. The document also summarizes key features like asset management and analytics reports, call quality analytics, and health and safety monitoring. It concludes with a quick tour of the dashboard and analytics capabilities of Plantronics Manager Pro.
The document summarizes the evolution of contact centers from in-person and mail-based customer service to modern digital channels and automation technologies. It notes that while automation has improved efficiency, there is a risk of poor customer service. To survive the future, contact centers must focus on complex problem solving and advanced communication skills for human agents, rather than just bulk processing. Representatives are advised to advocate for the changes needed to balance human and machine roles and stay relevant in the industry.
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This document discusses the Film and Publication Bill in South Africa, which aims to regulate online content through the Film and Publications Board. Some key points:
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2. Introductions
Rod Jones
• South African • Director: Contact Industry
• 63 Years Old Hub
• Started Direct • Judge: SACCCOM National
Marketing business in Awards 2005/6
1971 • Judge BPeSA National Call
• Built first call centre Centre Awards – 2007
1985 • Founder 2007 > C3Africa
– Marketing Support Group
Group • Member of the
• First Outsource Call Development and
Centre 1992 - Consulting Body: SABS
TeleFacilities Contact Centre Standards
• Consultant since 1998 2004-2008
• Board Member: Direct • Member SABS Technical
Marketing Association Committee (TC99) 2008 –
of SA 1988-2000 Present
• Non-Executive Director: • Executive Mentor / Trainer
Call Centre Networking / Author / Consultant
Group SA 2001-2003 • Industry Analyst
• Founder: CallCentreCity • Founder / Chairman
Group- 2000 Independent Contact
• Founding Director: Call Centre Consultants
Centre Institute of SA Association (ICCCA)
Page 2
3.
4. Trusted Advisor
"A trusted advisor is a person or
organization that by virtue of having
adopted an unequivocal client focus,
captures the faith, loyalty and
endorsement of its clients.
Clients tell trusted advisors everything,
passively and actively, positively and
negatively, and in turn,
rely completely on that advisor's
recommendations. “
Peppers & Rodgers
Slide 4
5. Reference Material
& Recommended Reading
www.amazon.com
www.dorriangroup.c
om
www.contactindustryhub.co.za
www.ccbenchmarking.com
10. What is “CUSTOMER
SATISFACTION” ?
Customer satisfaction is a
measure of how products
and services supplied by a
company meet or surpass
customer expectations.
Customer satisfaction is
defined as:
“The number of customers, or
percentage of total customers, whose
reported experience with a firm, its
products, or its services (ratings)
exceeds specified satisfaction goals."
Slide 10
11. Clause 8.2.1 in ISO9000:
2000 states:
"As one of the measurements of the
performance of the Quality
Management System, the organizations
shall monitor information relating to
customer perception as to whether the
organization has met customer
requirements. The methods for
obtaining and using this information
shall be determined"
QS9000 standard clause
4.1.6 says:
"... Trends in customer satisfaction and
key indicators of customer
dissatisfaction shall be documented and
supported by objective information.
These trends shall be compared to those
of competitors, or appropriate
benchmarks, and reviewed by senior
management." Slide 11
12. Customer
Experience
Customer experience (CX) is the
sum of
all experiences a customer has
with a supplier of goods or
services, over the duration of
their relationship with that
supplier.
The Customer
Experience is a Never-
Ending Journey
From awareness,
discovery, attraction,
interaction, purchase, use,
cultivation and advocacy.
14. Customer
Journey
It’s what we do to .
Make the customer feel
happy
Assist the customer to justify their p
Satisfy the customer’s needs
Give the customer has a sense
of
being respected
Give the customer the feeling of
being served and cared for
According to his/her
expectations
15. Mapping the Customer
Experience
ENRICHED EXPERIENCE
Free
Tasty, WiFi
Aroma Flavoura
ble
Quick &
Ambiance
Convenient
Baselin
e
Impersonal
POACHED EXPERIENCE
Loud
Music
Cold,
draught
y,
crowded
No
Anticipate Enter personal Engage Exit Refle
space ct
Touchpo Car
Office
Car Walk- Line Order Pay Sit Drink Pack-up
ints Walk out
in Work
Customer
Experience
Mapping
16. The Net
Promoter
Asks ONE simple question
“How likely is it that you would recommend our
product, service or company to a friend or
colleague”?
Slide 16
17. PROMOTORS (score 9-
10) are loyal
enthusiasts who will
keep buying and refer
others, fueling growth.
PASSIVES (score 7-8)
are satisfied but
unenthusiastic
customers who are
vulnerable to
competitive offerings.
DETRACTORS (score 0-
6) are unhappy
customers who can
damage your brand
and impede growth
through negative word-
of-mouth.
Net
% of
Promot
or
= % of
Promotors
- Detractor
s
Score
18. Dear Mr Jones
Specific
Agent –
Discovery is passionate about delivering exceptional service, and we rely on feedback from our clients to tell us
By Name
how we're doing.
You called us on Thursday and spoke to Shivanie Bhugwandin. Please rate the quality of your interaction with
Shivanie on a scale from 1 to 10 (where 10 is the best score and 1 is the worst). Please click on the value and
click send.
Worst 1 2 3 4 5 6 7 8 9 10 Best
Thank you for taking the time to give me your valued feedback.
Kind regards
Francois Theron
Head of Service
Discovery Health
19. Source
Measuring what’s important
Measure what’s important to the
customer
What’s most What’s less What’s least
important? important? important?
•First time • Speed to • Call handling
Resolution answer calls time
(Measured by: Call- (‘Service (Holding time
back rate) excluded)
Level’)
•Accuracy of
information
(Quality)
•Fluency of
information
(Hold times)
•Tone / Style
(Perception ratings)
• Overall
impression
(Perception ratings)
•Purpose of Call
If customer metrics are good, other business metrics
will follow suit
(e.g. Call rate per customer)
20. Treat the Causes... Not the
Symptoms
Causes
• Consultants not
engaged with their
purpose
Sympto • Root cause in product,
ms process, systems &
communication is not
• Dropped
understood
calls
• Repeat issues with no
• Long calls
end in sight to their
• Long answer
resolution
times
• Lack of accessibility
• Call
to information
avoidance
• Hard to use systems
• Re-routed
• Poor measurement
calls
• Inadequate
• High
information
absenteeism
• Badly structured
remuneration
• Poor management
21. Enabling Customer Centric
Consultants
Right Measurements, Support,
Motivation
and Encouragement
Measure Monitor Motivate
• Client • Fluency of • Let the
Perception information consultants
(Hold times) “live” the
• Objective • Tone / Style product or
criteria for service.
correctness of • Every
information interaction
(Quality) could impact
one’s
• First time S
remuneration
Resolution
(Call-back rate)
• Call length
22. 201
Customer Effort 2M
ega
Management Tre
nd
“How much effort did you
personally have to put forth
to get your request
addressed?”
1= Very low effort 5=Very high effort
23. The CRM Paradox
Even when
expectations
are exceeded
there is only
slightly better
than 50%
chance of
achieving
customer
loyalty
24. Predictability of Customers
who exert
Loyalty “high”
(‘Lifetime value of customer’)
effort (4
or 5 on the
CES scale)
are 61%
less likely
to
repurchase
and..
23% less
likely to
increase
spend
28. What Is Quality?
Totality of features and
characteristics of a product or
service that bears upon its
ability to satisfy stated or
implied needs.
ISO- International Standards Organisation.
• The degree of excellence
of a thing. Concise Oxford
Dictionary
Slide 28
29. The Three Faces
of Quality?
Conformance Quality -
conforming to specifications;
having a product or service that
meets predetermined
standards.
Requirements Quality - meeting
total customer requirements;
having perceived attributes of a
service or product that meet or
exceed customer requirements.
Quality of Kind - quality so
extraordinary that it delights the
customer; having perceived
attributes of a product or service
that significantly exceed
customer expectations, thereby
delighting the customer with its
value.
30. Approach to
QA
The quest for quality within the
Contact Centre involves all areas of
the organisation.
Not simply agent performance
management, but also monitoring and
improving…
• Systems
• Processes
• Recruitment, Training & Retention
• Access to information
• All other areas which impact the agent’s
ability to provide a quality service.
The keys to successful Quality
Management initiatives in the
Contact Centre are:
• A shared understanding by all personnel
of the reasons for Quality Management
• A defined organisational approach to
Quality Improvement
• Documented strategy, processes
and standards
• A thorough understanding at all levels of
what is expected of each individual and
workgroup.
31. Why Formal Quality
Management is Vital
• Allows management to identify and
analyze effectiveness of existing
processes in each operational area.
• Identifies ways of continuously
monitoring and controlling Quality
Assurance Standards.
• Formally documents new and
existing processes and establish
new process development
strategies.
• Analyzes effectiveness of the
current knowledge sharing
methods and processes.
• Identifies and analyzes measures
utilized to deliver current statistics
reports (MIS).
• Allows the operation to constantly
Adapt, Adopt and Improve.
Slide 31
32. Quality Assurance
Should Not NOT be a
Cost-Based Strategy
It’s a key to managing the Customer Ex
• Call monitoring (voice
recording) alone is not
enough – It is just the
beginning.
• Call monitoring tends to be
heavily cost (efficiency)
based:
• Cost per call
• Number of calls handled per
day/hour
• Talk time
• Wrap-up time
• Total average handle time
• Abandonment rate
• Adherence to schedule
• Service level expectations
It is the TOTAL CUSTOMER EXPERIENCE that real
Slide 32
33. The problem with QA based
only on random call
monitoring
On average less than 1% of all calls are
monitored.
Most likely one is evaluating the average
calls
Low Customer Sat High Customer Sat
Holds, Transfers First Call Res
No Conversions Cross-sell
Repeat Calls Happy Customers
Angry Customers Customer Advocac
Poor Below Average Above Average Excellent
Customer
Interactions
High Risk High
Interaction Opportunity
s Interactions
33
34. SA Contact Centre
Standards
“Assess a minimum of 8 calls per agent,
per month””
EXAMPLE
The average agent handles approximately 23,000
calls per annum.
Statistically, of the 8 calls (0.4%)
assessed .
2 Poor 5 Average 1 Good
Performance Calls Calls Call
Only 3 calls (.15%) have any
BUSINESS IMPACT
That’s a mere 0.15% that we can use to make far-reaching
Business Decisions
Discipline • Motivation • Incentives & Rewards • Agent
Development • Training
Process Development • Product Development • Marketing
Assessment
What About Compliance & Fraud Detec
34 Slide 34
35. Delighting
Customers..
Not Merely Satisfying their basic
needs
Slide 35
36. Quality
Alignment
Quality Custo Call
mer Metric
Monitori
ng Surve s
ys
Product • Agent skill Time
knowled developme Handle
ge nt Wrap
Procedur • First call Hold
e resolution
Calls per
adheren • Satisfactio
day
ce n with
resolution Adherence
Interacti to
on skills • Agent
knowledge schedule
Call
• Agent All other
control courtesy KPIs and
Business • Confidence Standards
trends in agent
Agent • Feeling
behaviou valued
ral trends • Net
Market Promoter
intellige • Effort
nce Score
Combine results for a 360° view
Slide 36
37. Benefits of Quality
Management
Positions The
Organisation To
Continuously
Streamline Customer
Service Strategies and
Operations.
Gives the Organization
the Ability to Directly
Measure Improvement
or Decline in the
Customer Service
Experience.
Understanding Of
Flaws In Service
Delivery.
Understanding Area or
Departmental
Performance.
(or lack of)
Slide 37
42. Real-time, Event Driven Feedb
2011/
12
Mega-
Trend
Monitoring &
Managing the
Voice of the
Customer …
In real-time
42
43. Listen to
the many
voices of
the
customer
Craft Event-Driven
Responses that are
Welcomed and Add Value
to Customers’ Experience 43
44. Real-Time Interaction Analyt
Taking Voice and Data Recording to New Le
Definition: A System that Records,
Tags, Analyses and Processes all
manner of contact centre interactions.
Examples of Contact Centre Interactions
Interoperable &
Integrated with :
CRM systems
Workforce Management
Quality Management
Systems
ERP Systems
eLearning
Slide 44
45. Interaction Analytics –
Examples
Key Word/s or
Phrase
• Record all calls
• Identify and tag all calls..
• in which Competitor ‘A’ is Your
mentioned service
• where agent DOES NOT
clearly make a required is
compliance statement %$#@*&
• where customers use “bad
language”
terrible !
• where customers use the
phrase “ this is the second
time I have called..”
Interaction Analytics
Report Escalate and
Statistic Transfer call
s, trends to Supervisor
etc Slide 45
46. Emotion
Detection
r
nt ts ome
ge rup ust upts
A er C r
Int Inter
Argume
nt !
Interaction Analytics
Detect talk
over, call
Report domination,
Statistic Escalate and silences,
s, trends Transfer call to call duration
etc Supervisor etc
Slide 46
47. Identify Business Impact
Calls
Interaction Analytics Engine
Filter
out all Identify ALL calls
‘Averag having Business
e’ Calls Impact
Quality Assessment
and Coaching or
Training
48. Speaker Verification
or Speaker
Authentication Voice
Biometrics
• Agent-based
caller
verification
can take 40-60
seconds.
• 88%
customers
more
comfortable
with voice
than with
DTMF/Tone
PIN.
• 75%
customers
believe that
voice is more
secure than
PIN.
Source: www.nuance.com
51. Workforce Management
The Right Agent
With The Right Skills The Right Time
At
What is WFM ?
A technology-aided process designed to help
maximize the return on investment of all contact
center resources—physical as well as human
capital included.
By matching agent capabilities and availability
against forecast call volume predictions and other
constraints defined by management, agents are
closely matched to call demand.
Key Benefits of WFM ?
Slide 51
52. Workforce
Management
Typical System Management Screen
Predicted call
volume Forecast
Forecast
24 January
2012
based on Service
Service
historical Level
Level
ACD data
Number of
Number of
Agents time for
Ideal
Agents
Required training
coaching,
Required
or making
Estimated
Estimated outbound calls
After Call
After Call Talk Time
Talk Time
Work
Work
Time
Time
55. Workforce
Optimisation
Creating the Holistic Operation
Quality Contact
Cross
Monitor Centre
Channel
ing Performa
Interact
nce
ion
Manage
Analytic
ment
s
Interact Real-
ion Time
Recordi Process
ng Optimisa
tion
Real- Workforc
time e
Custom Managem
er ent
Feedbac
k
56. When Workforce Optimisation all
Comes Together
Interacti
Interacti
on
on
Analytic
Analytic
s Skills &
Skills &
s Career
eLearn
eLearn Career
Recorde
Recorde Workforce
Workforce Manageme
Manageme
ing
ing
r
r Managem
Managem nt
nt
ent
ent
AC
D
‘M
Cr A ar
iti va y’
Analysed for ‘Compliance
De cal Agil N
te ‘E A eab OT
ct rr v nt le
Call Recorded
ed or ai ‘M
Statement’
’ la ar
bl y’
e
C
al
lT
o
A
ge
nt
eLearning to
‘M
Mary’s desktop
ar
y’
Update Skills
Approvals
Agent Mary Supervisor
58. When would we use
Outbound Techniques?
Tele-Marketing & Tele-Sales
Customer Data Verification or
Collection
Customer Satisfaction
Surveys
Service Call-Backs
Debt Collection
Debtor Management
Market Research
Opinion Polls
Political Canvassing
Lead Generation
Fund Raising
Relationship building / CRM
Develop an Alternative
(direct) channel
Appointment Setting
Event Management (RSVP’s)
Slide 58
59. The Key Elements of
an Outbound
Campaign
TECHNIQUE
TECHNOLOGY
MANAGEMENT
PRODUCT or
SERVICE DATA and
LISTS
PEOPLE
Slide 59
60. Failure will be certain if
any one of these is
present..
Lack of Management
Experience
Bad or Insufficient
Planning
Poor Processes
Inferior Database
Unrealistic
Budgets
Inappropriate
Technology
Negative
Staff Attitude
Slide 60
63. Customer Relationship Contact Centre Technologies
Management – Part 2
Customer Experience Hosted Contact Centre
Management Solutions
Contact Centres: Setting the Quality Assurance
Scene
The Integrated Contact Outbound & TeleMarketing
Centre
Operational Dynamics of a Assessing, Auditing &
Call centre Benchmarking
Training Essentials Budgeting & Finance
Measurement & Procurement of
Management Technologies & Services
Business Process Design & Outsourcing
Mapping
Contact Centre Technologies Wrapping-Up
– Part 1
64. What Delegates have said …
The Rod Jones CRM and Contact "Even if you are a seasoned Contact
Centre MasterClass is a must attend Centre Professional, this Master Class
for all serious Contact Centre will give you pointers on how to up
professionals. Rod has the ability to your game in your organisation. The
translate complex Contact Centre shared knowledge and techniques is
concepts into information that is invaluable."
easy to understand and apply. The Naseema Moorgas- Eskom
seminar was fun and interactive,
loaded with “A-ha” moments."
Hennau Wentzel – Managing "I have been in a call centre
Director, Direct Channel Academy environment for approximately 4
years, and the insight I received with
regards to the industry in this 2 day
seminar was exceptional and far more
I found the seminar very informative
beneficial to me.A definite great
which has assisted me to re-look at
result."
some of the business
Raziya Moosa - Nedbank NCC Contact
processes/system and become a lot
Centre
more client centric. Charmain Naidoo
- Medscheme
"Rod is an excellent facilitator. Fully knowledgeable with a real passion for the
industry. He makes the session quite interesting through relevant eg's jokes which
keeps the audience involved. This is an excellent networking opportunity where
one can benchmark & get an insight into what is happening in other contact centre
environments." Theresa Vika - Telkom SA
“Excellent seminar, if any organisation wants “The MasterClass will also be
to deliver a world class contact centre this is essential for someone who wants
a must attend seminar, powerful and to set up a call centre and what to
informative speaker. Thumbs up Rod Jones” look out for.“
Lillian Muli – Kenya Post Office Savings Bank. Thandiwe Makhoba— Nedbank
“Contents of seminar is excellent and covers
important aspects to manage a contact
centre.”
Kumesh Pillai—Medscheme
65. ONLY
R4,250
incl
CCMG Members – 10% Off
For more information www.rodjones.co.za